to be right there in the forest, the hot springs.
And then you got Fayetteville North of there.
I'm a huge fan of the movie, Greater.
Have you seen it?
Absolutely, yeah.
Huge fan of the movie, of the story.
Burlesworth was an incredible guy in a way his life
kind of ended was pretty sad,
because he had kind of made it, right?
He was a true American dream,
when you think about his story,
and not a guy that was supposed to make it, right?
Because just a walk on, not a super athlete
or anything like that coming out of high school.
So yeah, it's a fantastic story.
I love it.
I'm not one to repeat movies, and that one, man,
I repeat with my kids, I'll probably repeat that movie
at least every three to four years of them.
And it's so cool to see the impact and effect
that he had on other people's lives, and directly,
but even through the movie,
I had never heard the story before.
I had never known anything about it,
and the impact that it had on me.
We have amazing capacities as human beings
to influence and help others,
and that's just one really powerful.
So yeah, that put Arkansas on the map for me.
I was like, whoa, this is absolutely,
this is one of the coolest stories in the world.
So speaking of excellence in leadership, right?
And personal growth, that's like the example, in my opinion.
So before we dive in too far into that,
what are three books or resources that you recommend, Mike,
for other visionary leaders out there?
Yeah, so I'm an avid reader, Jackson,
so for me to pick three is pretty difficult.
But I often tell people I read my first book
when I was 23 years old, after high school and college,
I finally found something I liked to read,
and Seven Habits of Finally Effective People
was the first book I ever read.
And I still pull from that book a lot, right?
I still peer into that book,
I still share things about that book.
It's a gold mine to dive into as a first book.
Yeah, I mean, it was kind of life-changing for me,
and it's a 30-year-old book, 30-plus years old now,
and I'm still surprised when I run across people
who haven't read it.
But yeah, it's a fantastic book.
I'm also a big fan of a lot of,
well, just personal growth, period,
and so I'm a fan and follower
of this guy named Brian Johnson,
and he's got this community called Heroic,
so Living Heroic, and he's a student
of all types of philosophy, stoic philosophy,
but all books, and he does these things
called philosopher notes, where he breaks down
and gives you the biggest things out of books.
So I listen to, it truly is a community.
I mean, you can read, you can listen,
you can watch podcasts,
you can become a certified heroic coach,
which I've been through his coaching program,
but it's a great resource for anybody to be a part of,
and of course podcasts.
The podcasts are a great way to listen and learn today,
and I listen to a lot of Ed Malette is one of,
he's got a huge podcast,
but I listen to a lot of different podcasters as well.
So obviously John Dumas, Entrepreneurs on Fire,
he's the big one, right?
And so listening to some of his stuff as well,
and so I do a lot of business and leadership,
personal growth.
I'm also a fan of John Eldridge's Wild at Heart podcast
as well.
So, I guess you could say I'm eclectic
when it comes to personal growth resources
and those kinds of things,
but that's where I go.
And so if you say, what are the resources
you'd recommend others read or listen to,
that would probably be the places
I'd send somebody first.
That's huge.
I gotta give a massive shout out as well to John Lee Dumas.
Are you aware that I had the privilege
of being behind the scenes on some of his campaigns?
No, I didn't know that.
Did not know that.
Yes, there was a video power marketing shout out
to Jake Larson as well.
But yes, when John was launching
his very first Freedom Journal as a Kickstarter project,
we ran the YouTube ads for that campaign.
And man, that guy, I learned so much from him.
His webinar, right, his live,
his auto recorder webinar with Russell Brunson.
That's how I found out about Russell Brunson,
as well, and started getting all the ClickFunnels stuff.
And he is a great leader.
I absolutely love what we learned from him.
I actually never directly met John in the process.
So I don't want anybody to think,
oh, I'm buddies with John.
No, but I have studied and watched from behind the scenes
and helped contribute to the campaigns process
of we gotta optimize this and do it right.
And I love that he puts his financial reports out there.
It is the most underutilized resource
in the podcast industry,
is you can go and see exactly how John makes his money
and what he does.
I see so many podcasters failing to follow that model.
And I'm like, oh my gosh,
when are people gonna wake up and look
at what these people are actually doing
and how they're making it happen.
So I'm so grateful for his transparency.
And wild at heart, I'll take a look at that.
We had somebody on the show last week, I believe.
He's here the last week of this week, these go by fast,
who man was an amazing guest.
He said he listens to three hours minimum
of podcasts per day.
Wow.
It's like, that's dedication.
That's putting it in, man.
I go through stages.
So I typically listen to podcasts while I'm in the gym.
I'm hitting the gym five days a week, typically,
Monday through Friday.
And so I'll listen to podcast or a book mostly
when I'm in the gym,
unless I'm just in a mood where I just need some music.
I might just turn, I need a little bit more motivation
sometimes.
So I turn on some music, but yeah.
Here it is, we'll give a shout out to him.
It was Scott Allen of scottallanpublishing.com.
And there's somebody that I hope you get to connect
with at some point.
He's had over 500,000 copies of his books sold worldwide.
It's awesome.
And so the reason why I'm highlighting this
for you visionary leaders out there is if,
lean into it, just because somebody who's,
I like books too.
I like documentaries, I like school.
I'm not saying anything bad about that.
But if you have one of those teachers who's like,
it's not the same as getting out of a book.
Oh no, it's very much the same.
There's a lot of power and value in this.
So if you hear somebody that you admire,
say I'm dedicating two hours to this process,
yeah, you can find some dirt and crap in the podcast world.
But you can also find some extremely valuable wisdom
and gems in it.
So let's maximize our opportunities
to learn, my friends.
That's what it's all about.
Mike, anything else you want to add
before I jump into our break and we
get ready to dive into excellence in leadership?
No, I think you're absolutely right.
One of the things when I'm working with leaders
and coaching leaders is I really challenge them
to make personal growth a part of their day.
And so many leaders think, well, I just
need to come to work and do my job.
Well, you can do your job better when
you make personal growth and spiritual growth
and physical growth a part of your day.
Because when we're better, we can help others
be better as well.
So I love you promoting the gentleman you just promoted
and the whole growth phase.
I think it's super important.
Absolutely.
The more we learn, my friends, the more we can learn.
So my favorite quotes.
And we'll see you right after this break.
We'll be diving into leadership and Mike's vision.
All right.
Welcome in to Vision Pros Live.
With Jackson Callum, I'm your show host.
We'll be doing interviews for visionary entrepreneurs
and guest leaders who are building
fantastic visions out there.
And I'm excited to be here with you today.
Hey, what's up, everybody?
Welcome into another episode of Vision Pros Live.
I'm your show host, Jackson Callum,
founder and CEO of First Class Business.
And I'm really excited to have Mike Harbour on today
because he's a leader that's built with a ton of poise.
And when we met the first time, I
got to have some real serious discussions with him
about leadership in general.
And I play pretty hardball when it comes
to getting leaders on the stage.
You'll notice that some of our episodes are short and sweet.
And we bring leaders on from all walks of life.
We're always trying to find new ethical leaders that
are really out with a servant's heart to help people.
And then there's these certain types of leaders
who we bring back.
We're like, man, we really want to dive
in deeper with this individual.
And Mike Harbour is one of those.
I was like, man, I want to dive in deeper.
I want to hear what all has built this man to what he's
been able to accomplish and what he's been able to help others
accomplish.
So we'll dive in in just a minute with Mike.
Before I do, a couple of other resources for you.
So if you're just joining us, you
missed like 20 different resources
we talked about that can fill your well
and help you with your growth.
A couple more.
One, Dave Morrow of Hard2Kill.org.
One of my favorite realities about live resources,
meaning people who are living, is
you can go to the well itself and learn from it.
Dave's helping 100,000 veterans lose 2 million pounds
collectively.
He's got the world's easiest workout.
He's also got a community driven around this concept
of personal growth and understanding
that health is about you got to become healthy in order
to lose the weight, for instance.
But a lot of veterans are struggling with suicide
right now, with depression, with things that are holding them
back.
And it's important to get involved
in a community that can build you up in the right ways.
He also has this program dedicated
to the five unhealthy habits that you learn in the military
that if you kill those habits, they can help bring you back
to center so you can look good, feel good, and then do good.
So we love what Dave's up to.
We're happy to be part of that team, award winning podcaster.
Check out his podcast as well.
Then there's Oportunidades de Trabajo para Latinos.
What the heck did I just say?
That's opportunities for work for Latinos.
We have our own program to help Latinos find work.
And it's a free job training program
to help them get certified and become digital ambassadors.
We prefer that term, digital ambassador, over VAs
because what we see in the market is virtual abuse.
I'm so sick of seeing entrepreneurs
who accidentally never take interest in the people who
are managing their inbox or paying them
as little as possible.
We need to appreciate the people that we want to work with.
So yeah, we do some virtual assistant placements.
But the most important thing to me
is helping these virtual assistants realize
what they're capable of, helping them realize that LinkedIn
exists, Canva exists, Upwork.
If you know a Latino leader who would
be a fit for coming on that podcast
and inspiring us with their story, that'd be awesome.
We just interviewed Kike Inglis.
He's a YouTube influencer with 900,000 subscribers.
And what's really fun is Louisa interviewed.
And Louisa had only been with us for six weeks at the time.
She had never been on a podcast.
She had never done an interview before.
She didn't have LinkedIn and background
in digital marketing.
And she did a podcast experience way larger than anything
I've ever done.
So I look forward to seeing you guys support us
on opportunities.
We just launched opportunities for India.
We also just launched opportunities for the Philippines
as well.
We have leaders taking care of those individuals.
So that's a passion project of mine.
Thanks for letting me take the time on this mic, by the way.
This is like a dream come true.
Then there's the water project.
The water project's an opportunity
for all of you to give back with us.
There's millions of people who do not have access
to clean drinking water.
I'm not affiliated with the water project.
I don't get anything out of it.
I just know that when I saw and heard about the project,
I was like, man, I've never been thirsty in my life.
I don't know what that feels like,
but I never want to forget.
There's people out there who don't have access to this.
So why not use the opportunity to talk about it
and help others realize, you know what,
you can do something about this too.
The water project's unique in that when
you invest in a particular community,
even if you give $5, they will then send you
social media proof or pictures to show you
that this project actually came to fruition.
I love the transparency that they act with.
And when I see this picture of these kids celebrating water,
like my kids celebrate Christmas Day,
it reminds me of just how important
it is to give back to this.
So if you have the chance to give back to it, awesome.
If you don't, but you know somebody who might,
do us a favor, tag that person.
Maybe they will give back to it.
And if you have another cause that you'd
like to see us promote in addition to the water project,
don't hesitate to drop that in the comments.
We're not opposed to giving.
There's 8 billion people in this world who we can help.
And if we join forces on helping those people,
then it just raises everybody's opportunities up in life.
Without further ado, though, Mike Harbor,
welcome into Vision Pros Live.
Hey, Jackson, thanks so much for having me, man.
I love what you're doing.
And that's a big vision you've got yourself.
I love it.
I live every day for it.
So thanks for the honor on that.
And anybody who wants to get involved, come and join us.
So Mike, president of Harbor Resources,
tell me a little bit about yourself as we get started.
I want to ask about your vision and who you're serving.
But I want to hear a little bit about your background too.
Yeah, thank you, Jackson.
I kind of fell into leadership development and coaching.
And really, it was because I was hungry for leadership
in my own life.
I grew up in a pretty violent, abusive, dysfunctional,
dangerous home as a kid and left home looking for leadership,
looking for someone to lead me well.
And I joined the Army at 22 years old.
And it was there that I really found some leaders,
some people who believed in me and then challenged me to grow.
And I mentioned earlier the book Seven Habits of Highly
Effective People.
That was one of my leaders gave me that book, said,
Mike, you need to start growing so that you can be who it is
that you say you want to be.
And it's through that and through all the personal growth
that I've done over the last 30 years
that now I get to serve leaders, primarily in the health care
space.
But I do work with leaders outside of health care.
I've got some clients that are in the banking industry
and manufacturing and construction industry as well.
But my real mission is to deliver excellence
in leadership and personal growth and help leaders be
really what we're called to be, Jackson.
And when I say leaders, I mean people
who are in leadership roles or positions,
but they haven't really been trained or developed
to be leaders.
And that's really what my passion is,
is to help leaders truly live into that position or title
of leadership and really be what we're all called to be.
That's awesome.
That is absolutely fantastic because everybody in life
is a leader, but not everybody embraces that.
Even in the leadership and the coaching space,
sometimes people are drawing lines and divisions
related to leadership and saying, well, that person
doesn't have such and such diploma.
Well, that's me.
I was a 0.33 GPA kid.
That person doesn't have a certification.
Nope, I don't have a certification.
I've got a blank wall behind me.
And so I never really, I mean, it
was like I was either going to accept that I wasn't a leader
and I'm just meant to not do anything
in life of higher importance or accept that I get
to choose that I'm a leader.
What are your thoughts on that?
How do we inspire more leaders to embrace more people who
don't have the accolades or am I wrong?
And should I not claim the title?
No, you're absolutely right.
And you're speaking my language.
I mean, I often make the joke that I graduated high school
because they were ready to get rid of me.
It was about the lowest GPA you could have to graduate.
And it was recommended that I don't go to college
and I wanted to play baseball.
So that's what I did.
I went to college to play baseball.
And I ended up graduating with a college degree, Jackson.
But I didn't really get an education.
Number one, I wasn't really interested.
I just, I'm hard headed and I wanted
to prove that I could do it.
So I've lived a lot of my life trying to prove others wrong.
That I could be something that no one else thought I could be.
But it's funny, my assistant today
was filling out a speaker form for an event
that I'm going to be speaking at.
And it had a block asking for my credentials.
And she was asking, well, what'd I put here?
And I said nothing.
I don't have any credentials.
My credentials are my experience,
my 30 years of experience.
I know plenty of people that have all of the letters
behind their name, but they can't lead themselves.
They can't communicate with other people.
And again, not to bash people, but it's
leadership is about seeing the best in others
and then being able to draw that out of others.
That's what real leadership is.
And there's no credential that's going to help you do that.
Now, education is important.
And I've already talked about personal development.
There's no education like self-education
and self-development and personal growth.
But my education has come from the hundreds and hundreds
and hundreds of books that I've read,
the thousands of people that I've worked with,
and the tens of mentors and coaches
that I've had in my life along the last 30 years.
It's huge.
Again, I'll go on the acronym.
I want to talk about that a little bit, the reality of it.
If you need a lawyer, there's certain certification
somebody has to have in order to do that.
We need a doctor.
There's a certain degree and license somebody
has to have in order to do that.
And at the same time, we all know not all doctors
are created equally.
We also know not all lawyers have your best interest
in mind.
Go figure.
You think every lawyer on Earth was the most wonderful person
in the world.
All right, let's get that.
Back to leadership.
Leadership is an unregulated industry, coaching industry,
unregulated industry.
Regulation doesn't fix that.
Doesn't mean I'm opposed to regulation.
In fact, I do think it's important that we audit
and that we understand and pre-qualify.
But we as leaders, those of you visionaries listening in,
it is on you to figure out, how do I pre-qualify
the types of people that I'm going to bring in to learn
about leadership, to learn about marketing,
to learn about sales, to learn about growth.
And that's a very big responsibility
to have on your shoulders.
It can be overwhelming.
But we need to dive into that.
We're not going to solve that reality today.
We're not going to dive in fully on exactly how you do it,
because you just can't do that in 45 minutes.
We'll cover some principles as we keep going.
We'll talk about it.
But I want to know first, Mike, so that we
can get to the heart of who you really help.
What is your vision for those you serve,
and which sectors of leadership?
I have a feeling you don't help people in China
who speak Mandarin teach other leaders how
to help those who speak other dialects.
So what do your audience look like?
Yeah, I speak one language.
I'm impressed by your ability to speak at least two,
because I've sat here and listened to you speak with someone.
But your English and Spanish equally well.
Yeah, you're fantastic at it.
I admire that.
But really, my vision for those I serve, Jackson,
is really helping them see their full potential,
to be awakened to their full potential.
Most people that I work with have
been promoted into a level of leadership or a title
of leadership.
And they have really no understanding
of what leadership is.
And part of that is, is because they haven't been mentored
or coached well along the way, or the models that they followed
weren't great leaders themselves.
I don't know how many times I've heard,
I'll never lead that way when I become a leader.
But yet, they step into that leadership role,
and they lead the same way because it's what they know.
And so really, my vision is to awake people
to what real leadership is, and help
them see their potential in being able to do that,
and then start them on that growth journey.
That's, again, my personal mantra or mission statement
is delivering excellence in leadership
and personal growth.
And so I don't believe in perfection,
but I do believe in a level of excellence.
And I want to help move people to that level of excellence.
I'm serving mostly leaders in the health care hospital
or health care world, which is in desperate need today.
In America, our health care system is in shambles.
It's a mess.
And it's going to take leadership to pull us out of it.
You were talking about regulation earlier.
Health care is the most regulated industry in America,
yet it's in the worst situation it could possibly be in.
And I recommend don't get sick, because we've
got a sick health care system, and it's
going to take leadership to pull people back out of that,
to pull the industry back out of that.
Let's get into the nitty gritty of that.
So my goal is not to throw any business, any industry
under the bus ever.
It's to make sure that we talk about what
needs to be addressed.
And then we address it as responsible human beings
and adults.
So we have the ability to do that.
You're right.
It's in absolute shambles.
14 years ago, I remember people talking
about how amazing our health care was and blah, blah, blah.
And as an adult, that has not been
what I have seen or experienced.
In fact, when my wife had our child, my ex-wife,
we had our youngest child, the hospital did such an awful job.
It was such a nightmare of experience.
They almost killed my wife.
The CEO wrote us an apology letter
and waived the $300,000 that we were
going to have to pay out of pocket,
because she was not a citizen in the United States.
COVID really rocked our world, by the way.
That's a different international story for another time.
But the reality was we were in such an awful situation
with understaffing, with problems going on,
with people who weren't trained up.
It was so pathetic and bad.
And all she wanted was Mexico and what
she had in terms of her health care in Mexico, which
is the exact opposite of what the last generation talked
about and says was a reality.
Well, I'm going to dive into something.
If anybody wants me to, I'll find the research report
I read.
But in the 1970s or 80s, the president
of the AMA, the American Medical Association,
and all the people that were involved
in the process of deciding, do we need more universities
for more doctors?
Should we expand this, because we
might have a shortage someday?
The report that I read talked about how
they were worried that doctors wouldn't make enough money.
They were worried that the supply and demand
was going to grow outside of their favor
and that it was going to kill the desire of people
wanting to become doctors, because there wasn't going
to be enough money to go around to support
the doctors in existence.
Well, they screwed that up bad.
We need a whole lot.
And they were just thinking of America.
There's 8 billion people in this world.
So there is a leadership and an infrastructure
crisis in that industry.
That's one, again, my layman just ringing the bell
a little bit here.
But Mike, maybe feel free to speak against that truth
or that observation of mine, or feel free to speak to it.
What do we do to fix this situation?
Because I think we all know it needs improved.
Yeah, look, I've been working in the health care space
my entire adult life since I was 20 years old,
so 30 plus years now.
And love the industry, love the people in it.
There's great, great people in it.
Unfortunately, and look, I'm saying this from a,
I'm a capitalist, right?
I believe in the opportunity to make money and do
the things I want to do.
But so I say that before I say this,
health care has gotten too driven by money over people.
And I'm a believer that if we take care of people,
the profits will take care of themselves.
And so we've got to get back until we can heal other people,
like the patients, which is what health care is supposed
to do to heal people that have that need.
We've got to heal ourselves internally.
The industry has to heal itself internally.
I wrote a book that I just published
at the beginning of this year, Jackson called
Quit Losing Talent.
And it's a framework for putting systems and processes in place
to take care of people, to attract the right people,
to coach them up, to help them be the best.
Because the number one reason someone
decides to stay with us if they work for us
is do they feel valued?
Do they feel like we care about them,
that we take care of them, that we're
going to help them become the best version of themselves?
And that's where health care has got to get to,
is help every employee become the best version of themselves.
There's plenty of studies out there
that say in any customer service environment,
the customer service or the customer experience
is going to be the result of the employee experience.
If employees have a great experience,
that's going to translate into great customer experience.
And we can talk about companies that do that really well.
But I think the solution is everything rises and falls
on leadership.
My mentor, John Maxwell, said that.
Somebody's got to say, OK, I'm going
to be the leader that changes the way leadership
is done in this industry.
That's kind of what my purpose and passion is every day.
It's what I get up to do.
I love that.
And I'm a big fan of what I've learned from John Maxwell.
I haven't dove deep enough.
I need to keep diving deeper.
I want to bring up the initial, I
want to call it the argument, but the initial debate
that we had.
This is going back to our original conversation
because you've brought up the hiring top talent
and attracting and retaining.
And I've noticed that you've made
some upgrades to your brand, which is awesome.
And we're on this journey learning.
But I think it's very important that we talk about, all right,
what is it people are looking for when
it comes to attracting, rather, if you're
going to attract companies, right, what
are the things that are there?
Now, every industry is different.
So you're going to have some formulas related
to this that are important.
I've got my own.
You got to hear about them a little bit.
Let's just make this a little bit more of a public debate
for everybody's sake to win.
So when it comes to attracting top talent,
my big kicker was the company's got to have a publicly visible
funnel, if you will, a publicly visible process of careers
and job defines, defining the jobs and the culture.
You're not going to attract top talent
if you're not putting that out there publicly,
that that's the type of culture you're building.
But I know you're also adding to that equation.
So I want to hear your thoughts on that.
What can companies do and what should
we be doing to attract top talent in the market
to come and work with us?
I love this subject.
It's one of my strategies in my book.
We teach five tactics of how to attract top talent.
But it really boils down to this, Jackson.
In life, we attract that which we are.
That's just life, right?
If my culture is good, I'm going to attract talent
that wants to be a part of a good culture.
If my culture is terrible, then I'm
going to attract the talent that doesn't
want to be held accountable, that doesn't
want to do a good job, they just want a paycheck,
they want to do the bare minimum.
And so again, I'm not talking about people.
I'm just talking about a culture that attracts people.
And so we have to create a culture that
attracts the type of talent that we want to attract.
Now, how do we do that?
There's a lot of different pieces to put in place.
One, you talked about this funnel.
In most organizations, they use what's
called an applicant tracking system,
which is a fancy word for an internet system
that you put your resume in.
And you begin your lifecycle down that funnel,
and people put their resume in.
And one of the things, there's a term out there
in the marketplace called ghost hires right now, Jackson,
where a company tries to hire somebody
and they won't show up, or they want to interview somebody
and they don't respond.
Well, here's the thing.
You go put your resume into that applicant tracking system
and you don't hear anything from anybody for three, four,
10 days, two weeks.
What are you saying to that individual out there?
We don't care about you.
We only care about you when we need you.
We don't care about you that you've entered our system.
And so one, I recommend every company take a look
at your applicant tracking system.
What is the process to treat people like people,
like human beings, like you value them,
you value their resume, you value their time,
you value their interest in you.
That's valuing people, right?
That's treating people with respect.
Now, when you start running job ads
and putting things out in the marketplace
to create that funnel,
we should be talking about our values as a company,
like highlight your values, not what you do,
because look, I don't know exactly where you live.
Jackson, so I'll just talk about Little Rock, Arkansas.
Texas, man.
Okay, so what city are you in in Texas?
New Braunfels, right between San Antonio and Austin.
So San Antonio, New Braunfels,
and you've got all kind of those little cities.
I bet you there's 10 or 15 kind of hospitals
within a 50 mile radius of where you're at, right?
And so if we talk about healthcare,
all of them do the exact same thing,
pretty much do the same.
Now, one hospital may do heart surgeries
and another hospital may not,
but essentially they all do the same thing.
They're all competing for the same talent.
What makes the difference in attracting top talent
versus all talent?
Well, top talent is interested in your values, your culture,
and what you're gonna do
to help them become the best version of themselves.
So we've got to start talking about that in the marketplace.
Like putting that information,
don't be, instead of putting,
hey, we have an opening for our eight to 11 shift
or a three to 11 shift on the third ward of the hospital.
Will you come work for us?
I mean, every other hospital is doing that too.
So you're attracting the same type of talent,
not the top talent.
So again, we could go real deep into some of these things.
We get real tactical in the work that we do,
but if we wanna start attracting top talent,
we have to become a top organization culturally.
We have to be an organization that develops our leaders
because if you attract top talent,
the number one reason that people decide to stay or go
is does their leader value them?
Does the leader care about them?
If you're not developing your leaders to care about people,
to take care of people, to develop people,
you're gonna experience high turnover rates.
Man, I've got organizations I'm working with right now
that are experiencing 50, 60, 80% turnover right now
in their first year hires.
That is ridiculous.
Brother to brother, can I put you on the spot?
Absolutely.
Because man, I love what you're doing.
I know you have all the essence,
but where on your website are your values?
On my website?
Yeah, so if you go to...
Where is that about page?
To about us or about Harbor Resources.
Let me jump on there real quick.
I can't find it.
Okay.
And that's where I'm like,
that's all I want.
So if you believe the same thing I do,
and you have an optimization plan,
you have a optimization there, right?
You go to ours, I've got to update ours a little bit too,
but I'm with you, man.
Like that's a...
So Jackson, that was there like last week.
So I've had some, as you mentioned,
I've had some updates on my website,
and that link is missing.
So if you go to, if you just click on...
If you click on the,
just click on the training tab at the top,
you can get the tools and training tab,
and then you go to services, Harbor Resources team.
That should be...
Okay, so we'll get that back on there.
Got it.
I've had some updates, but anyway, there's my values.
If you click on that...
Okay, there we go.
The Harbor, oh, that's cool.
You use the acronym on it too.
Thank you.
I want to pull it up and look at it while we talk.
So like, man, I had a feeling you probably updated that too,
when you went through the process of...
Yeah, you did put me on the spot,
because I'm like, no, it's there, man.
But yeah.
Oh man, you delivered.
It was cool.
You could have either gotten offended,
or you could have been like,
oh man, I really, you know, that's a good point, Jax,
and I should probably get ours on there.
Or in this case, you're like, nope, I got it.
We just need to re-prioritize where it's at
on the website, perhaps.
But that's awesome, man.
Honorable, achievement-focused, reliable, balanced,
opulent-minded, ooh, that's a fun word,
united and resolved.
And you got the behavioral principles on here as well.
And you know, anybody who's like, well, wait a second,
why are you guys getting into all the woo?
The woo, I mean, we're talking about the basics of life
that some of us care about and other people don't.
And so if you don't care about those things,
then no, you wouldn't belong in the type of culture
that Mike's team is creating.
I mean, we're the type of culture
that first-class business is creating.
You gotta, those values help us filter
the types of people we wanna work with
when we actually care about the values
and pay attention to them.
You got something hot, Mike, go ahead.
Yeah, well, what I was gonna say, Jackson,
is if you don't have, look, every person,
every person has values.
Yes.
They may not know what they are,
but they know them when they feel them, right?
And if you hire somebody because they have a credential
behind their name or they have some experience
or because they're a warm body,
and they're not a match for your values,
you will know it within the first 48 hours
of working with that person.
You will know that you've made a mistake.
So I teach companies, I teach leaders to hire people
based on values matched, not skill set.
We can teach skill set, okay?
But we need to hire, we need to create interviews
around our values and try to do our best
to find people that are a values match.
Now, why is that important?
I shared a little bit about my life, my story.
I grew up in a home that was violent
and destructive and abusive.
And so when I left home,
I struggled with trusting other people
early in my life, my adult life, right?
And if I go to an organization, Jackson,
let's just say I come to work for you
and trust is one of your values.
Let's do it.
If you grew up in a home that was stable
and you could trust your parents and everything was great,
and I grew up in a home like I grew up in,
our value of trust is gonna be completely different.
So there's gonna be a mismatch there
and you're gonna wonder why and I'm gonna wonder why.
So we need to start having those discussions
early in the interview process about,
hey, here's what trust means to us.
And working for them, here's for you.
Go ahead.
It's a combine effect.
You know, if you wanna go to Harvard,
there's an entire application process
that pulls that stuff out in advance.
And Harvard had to become attractive enough
to get students all over the world
to start wanting to make that application happen.
So the interview process, you're too late, man.
If you're trying to scale a business
and that's where that's starting,
then you're wasting a bunch of time.
And it's by refining these processes
that is gonna allow our leaders to rise up at scale
for the ones who want to rise up at scale.
So consider that what Mike is saying is absolutely true
and how do you then implement that
at the more front end level of what you're doing
so that the people who are coming through
actually like made some effort to want to get in
and talk to you about that process.
The recruiting process begins long before,
you know, the recruiting process requires
putting some information out to attract people
to come towards you.
And I know Mike knows this,
but in a podcast, we're trying to simplify that down
so that all businesses, large and small,
can evaluate how can you implement these systems
or these types of processes within your own brands.
Any further thoughts on that?
Yeah, no, you're absolutely right.
It really begins with your job ad.
I mean, your job ad should speak
to the type of person they need to be.
You know, so when I run an ad
for someone to come work for me,
you'll be a fit if, and you, you know,
there's some if statements, if you believe in this,
if you can do this, if you wanna do these things.
So again, we teach people how to write ads that matter,
right, versus, hey, we have this open position
for an accountant.
Do you wanna work as an accountant for us?
I mean, it begins way before, as you said,
the interview process.
It'll be fun when we get to the point
where we start running job ads.
First class business is not there yet.
You know, that's something that I know is on the horizon.
What we strive to combine that with though
is a solid front end base where,
if you go to our website guys,
you'll see there's a join our team page.
That join our team page has depicted the types of people
that we're constantly on the lookout for,
that we constantly want to always imply.
Now let's counter that.
And the sales department, there's a lot of theory
and there's some good practice in never,
never saying you're hiring for a sales position
because you want the sales people to be hungry enough
to come in and just say, hey,
oh, I'm ready to go to work with you guys.
In the car salesman world, that may work well.
In the people and relationships business,
people who are healthy do not force their way in
to situations.
There's a healthy boundaries that exists
is in that relationship.
Marketing people, they're usually not going
to aggressively apply for an opportunity.
Why?
Because the whole essence of marketing
is to attract people to want to buy.
And so if you want to attract a great marketing executive,
then on your business website, you got to have,
what would attract a great marketing executive to say,
okay, cool, they're doing things the way
that I would want to do things.
I'm not going to come in and be spit back out
within three months because I got some over-aggressive
entrepreneur or team that has unhealthy demands
with how marketing is actually supposed to go.
So again, pick up what you can out of what I said
as visionary leaders out there,
understanding that you can apply these types of principles
to the front end of your attraction process
because I think, and I think this goes hand in hand
with what you said, Mike, most businesses fail
to create a clear vision and they fail to create a culture
people want to belong to and they fail to then attract
the leadership that can come in and take great care
of all of the people they're supposed to serve.
But if you create a great vision,
you create a great culture and you bring great leaders in,
then your customers are going to get served
with everything they want and need
and you are going to be able to sustain that.
And that's what we're trying to get through people's heads
is start focusing on this stuff.
Yeah.
Yeah, I'm one of the tools that we help companies create
is a who scorecard and most businesses,
most hiring managers start is what do we need?
Not who do we need, right?
And what we try to teach is who do you need?
Like who's going to be a good fit?
Who's going to be able to do this?
What character do they bring?
What are their values going to be?
And who would fit what it is that we're looking for?
And so that requires forethought, Jackson,
before you ever run the ad
or before you ever have your first interview,
you should be really clear on who would be a fit,
not what credentials and experience they need to have.
Because we can teach,
like you can teach people to do your job.
You can't teach them who to be.
You just can't teach them that.
No.
Not at scale.
Not right in the beginning.
I love that you're making room for the fact that we can,
but it's a very, very investment heavy process.
Yeah.
I mean, you got to be willing to invest for years
and you got to be a great coach to be able to do that, right?
If you're wanting to teach someone who to be,
like if you're really wanting to develop them
in that regard, that is going to take you a year,
two years, three years to be able to do that.
And when you're hiring somebody,
the question is, do you need them to produce
in the first 90 days or do you need them
to produce three years from now?
So that helps you determine how long
of a runway you give somebody, right?
Yeah.
And if you need to produce in the first 90 days,
then check yourself.
What in the heck did you do to put yourself
in a position where you need results like that?
That's a toxic reality in and of itself.
Sounds scary, but I'm not trying to call you out
as much as I'm trying to say.
There's some other mindset shifts as a leader
that you may want to consider going through
in order to create a healthier environment
for the next 90 days.
I love this, the Who scorecard.
I wish I had come up with that term.
I really do like that's awesome.
Tell us about it.
And before you really, before you do or as you do,
I want to point out, again,
I'll go back to our page as a model, right?
We made very, we knew from the beginning,
our team is your team.
We wanted to plant the seed of helping entrepreneurs
understand that we are here as a team with you,
not at you for you or separate then.
And two, putting people first.
And then this thing needs moved.
This isn't, this shouldn't be here anymore, right?
And then down below that though,
you talked about Who scorecards for us,
love, patience, persistence, consistency, reliability.
Those are the values that we measure for.
Those are what makes up the Who of what we're after.
I'm curious though, how did you create this Who scorecard
and what does it do?
Yeah, so, you know, when you, the Who scorecards,
I actually capitalized the core, C-O-R-E
as part of that score.
And what we're really doing is the,
we need to identify who people are at their core, right?
So when you think about your values,
you just shared with others,
do they love people at their core, right?
And, and, and you, we want to identify that
in the interview process,
because if they don't have a genuine love for people,
they're not going to be a fit for first-class
business culture.
Doesn't mean they won't be a fit somewhere else.
They're just not a fit for you, right?
So the Who scorecard, literally, it's, it's, it's,
it's a tactic that probably is the most labor intensive
in our quit losing talent framework.
But it forces the leader to sit down and think about
all of the things, the job, the position that we're hiring
for is going to require, all of the values
and what those values and behaviors,
because really it's not enough just to have a value word
like love.
What does love mean to first-class business?
Like how would we define that in our business
and what behaviors model that, right?
So, and, and then we take, once we have that information,
Jackson, we create interview questions around those values
and behaviors, and we're listening for who people are
at their core.
And when we ask really like you're doing today,
when you ask really deep questions,
you really find out is this person like a, you know,
a foot deep and a mile wide or a mile deep, right?
We, do they have a character that's going to last
within our organization?
And that's really what we're after is we're hiring
the character, the core of an individual.
You can have somebody, you and I started out this episode,
we're talking about credentials.
I'll slide with it real quick, just to reveal a little bit,
that foundation of love, those pillars that are on it,
patience is love, persistence is love,
consistency is love, so is reliability, right?
There are four of the many virtues that go
into that definition.
So I'm all I'm trying to articulate to everybody
who's listening is yes, Mike is absolutely right
on this concept.
Like that is a very, very important reality for us.
If it's just a poster, right?
If it's just a word and you don't talk about it as a team
and you don't come to cultivate, like how does this apply
to the different things that we're doing?
It ain't going to stick and it's not going
to do anything for you.
But when it becomes a premise of everything that you do
and that you stand for and you're able to be accountable
to those core values, now you're actually shifting
the entire reality of what's taking place
on a day-to-day basis with the company itself.
So I wish I had had the scorecard because it took me,
you know, 12 long years to figure out the hard way
how to do that.
I didn't have the type of core we have today.
It took trial and error to figure it out.
So if you're new to this stuff, definitely consider looking
at what Mike's got with this, who's scorecard
and what you can learn about it.
Mike, I know we're running really short on time.
We're over today, but I would love for you to come back.
And I'd love to dive into some of the deeper,
the other question, I shouldn't say deeper,
but there's some really, really big ones that we hadn't,
we just didn't get to cover today.
Mike, the powerful lesson, would you be open to that?
Absolutely, yeah.
Love the discussion and anytime we can help others,
that's really what it's all about, man,
is just serving the world.
And I don't have all the answers,
but I do love sharing, you know, some of my experience
and knowledge with other people so that they can,
whether they ever come, invite me into their business
or their leadership or not, that's not what I do this for.
I just want to help people.
So yeah, whatever we can do to make it happen, we'll do it.
Guys, Mike doesn't have all the answers,
but he's got a ton of them.
This is a lot of fun.
Thank you so much for being here.
And in the action steps below, we'll put links
to the different ways you can get in touch with Mike
and also dive into these resources and learn more
about what he's putting down in the world.
Down below that, we'll also have that list of resources,
all these awesome books, podcasts,
and the things that have helped Mike and I
get to where we are at in our life.
My hope is that you're not trying to get
to where Mike and I are.
I hope you're just trying to become your best self
and do the best that you can with your vision
and realize that people like us are here
to support you in the process and try to help you pull off
the great things that will serve other people.
So if you're a vision pro and you also
want to join us in the top right corner,
you're going to see a button that says Be Our Guest.
If you've got a vision to help people with growth,
you've got a vision.
I shouldn't say help people with growth.
You've got a vision that is designed
to serve others out there, that is going
to make a difference in this world.
I don't care if you're brand new, day one, thinking, man,
I want to do this.
Come and interview with me.
Come and see if you want to show up on the show
and talk about it.
Or you may be at the Mike Harbor stage
where your vision's massive and you've helped lots of people
and you've been doing this for 30 years.
We've got to spread the word, my friends.
We've got 8 billion people to help.
And we can't do that by hiding the value and the wisdom
that we've gained.
We do that by sharing our experience with the world.
So we appreciate you.
We'll see you on the next episode.
Mike, I'll give you the final word, my friend.
Calum, Jackson, Calum, thank you for what you're doing.
Thank you for the opportunity to share with your listeners,
your audience.
Love your vision, man.
And I've learned a lot from you just today
and watching how you operate.
So thanks a lot.
Absolutely, my friend.
We will see you guys in the next show.
Thank you for being here today.
I'm really happy that you tuned in to Vision Pros Live.
I'm looking forward to seeing your reactions
as these episodes continue to move forward.
This is going to get more and more fun.
We'll have more and more engagement as well.
We'll invite people to participate in the show.
And thank you for giving us your time and attention.
Have an excellent time building out your vision.
And we'll see you next time.